What does a Vice-Chancellor do?
I have recently reached my first anniversary as Vice-Chancellor of the University of Nottingham.
In general terms, a Vice-Chancellor has four major responsibilities:
- providing strategic leadership for the University community of staff and students;
- having accountability to Senate and Council for academic and financial performance as well as compliance with all regulatory bodies;
- leading and managing the University Executive Board; and
- being a key point of contact for major stakeholders who will support and impact on our University in a multitude of ways: for example, research funding bodies, donors, alumni, other universities, mission groups, industry partners, policymakers, cultural organisations, local, national or international government officials and suppliers.
Professor Shearer West
Vice-Chancellor
What Do Vice‐Chancellors Do?
Don Aitkin
Journal of Higher Education Policy and Management
Volume 20, 1998 - Issue 2
Pages 117-128
Provide leadership, academic and administrative to the whole University;
Represent the University externally, both within the UK and overseas;
Secure a financial base sufficient to allow the delivery of the University's mission, aims and objectives;
Carry out certain important ceremonial and civic duties.
Strengthening the university executive: The expanding roles and remit of deputy and pro-vice-chancellors
Sue Shepherd
First published: 15 November 2017
full paper available.
Suggestions from many on how to begin. - VC role.
Hence “Making a Difference in the Life of Every Student” is the Priority of my administration.
Our shared values and beliefs - Four concepts that guide our actions:
Excellence
Collaboration and innovation
Respect
Honesty and integrity
Our purpose is to deliver academic and administrative excellence in higher education, through an orientation toward collaboration and innovation, with respect for all who come to our campus and with honesty and integrity at our core.
Strategic Initiatives and Goals
Our Strategic Plan consists of ten overarching initiatives and goals for our campus in Columbus, Indiana.
Student Success
Optimize Enrollment Management
Streamline recruitment, admissions, advising and enrollment processes to enhance student experience and satisfaction.
Formulate a long-term enrollment growth strategy with annual growth of between 3-5 percent, reaching enrollment of 1850 students by 2022.
Increase transfer enrollment by 2 percent annually.
Create a comprehensive branding approach with a focus on positive name recognition and connection to the resources of Columbus.
Promote Undergraduate Student Learning and Success
Enhance the collection and use of data on student learning and institutional effectiveness through a comprehensive program of outcomes assessment.
Enhance support for faculty and staff development to strengthen teaching effectiveness.
Improve student retention and graduation through a broad range of student support initiatives and services.
Strengthen out-of-class learning opportunities for students, including the honors program and honor societies, student-faculty research, women’s center, internships, service-learning, study abroad, leadership programs, student organizations and activities, career services, financial literacy, student jobs and special events.
Increase Capacity for Undergraduate, and where appropriate, Graduate Programs
Develop a 10-year academic plan that identifies programs for growth, proposes new academic degrees, concentrations, certificates, minors, and tracks, specifying a timeline and resources needed.
Secure appropriate accreditation that demonstrates the quality and strength of our programs.
Examine the feasibility of developing programs and curricula targeting non-traditional student populations.
Transform Online Education
Promote the development of high quality online certificate and degree programs.
Develop innovative technology-enabled learning experiences.
Participate in IU Online with program and certificate options.
Position Our Students to be Global Citizens
Increase funding for study-abroad opportunities for our students.
Develop additional local study-abroad opportunities and promote system-wide opportunities.
Further integrate global perspectives in our curricula.
Economic Development and Economic Opportunity
Align Academic Programming initiatives with regional economic development and economic opportunity priorities
Develop programs to address critical regional needs in education, healthcare, safety, security, management, information systems, engineering, and technology.
Strengthen current relationships and collaboration with regional guiding groups, local governments, the EcO Network, economic development boards, chambers of commerce, community foundations, significant employers, and regional planning initiatives.
Build capacity to support and enhance the growth of the regional talent pipeline, particularly in the areas of diversifying the pipeline, creating welcoming communities, and supporting the global workforce in our region.
Become an employer of choice for staff and faculty by providing meaningful work, improved workplace culture and communication, and advancement opportunities.
Increase Capacity for Innovation and Discovery
Enhance support for scholarly activity.
Enhance capacity for grant-funded research and scholarship.
Enhance support for faculty/student research.
Engagement
Deepen our Commitment To Community Engagement
Engage communities and their leaders university campaigns; create and meet targets and timelines.
Develop and host community events in the community and on campus to position the university as a regional thought leader.
Leverage the IUPUC Center for Business and Economic Development to build stronger connections with local employers and community organizations in order to support placement of our students, engagement in the community, and long-range philanthropic efforts.
Foster a Welcoming Campus Environment
Develop and foster a culture that proactively seeks out solutions to challenges and creates/fosters a positive environment.
Review all campus messaging (events and communications) for consistency with the principles of a welcoming and diverse campus.
Support an active Diversity Council and strong diversity programming for the campus and community.
Achieve a representative employee population in line with state, regional, and national benchmarks.
Develop Faculty and Staff
Strengthen promotion and reward structures for non-tenure track, tenure-track, and tenured faculty.
Provide regular professional development opportunities for faculty and staff.
Vice Chancellor's Speeches
06 JAN 2021
A Message from HBS Dean Srikant Datar after taking charge as Dean
Four directions indicated in the speech.
First, I think implementing with speed and urgency the ambitious agenda of the Dean's Anti-Racism Task Force that the Dean had initiated in the summer.
Second, I see many opportunities to leverage the many digital assets we have built and to think about how we might use the case method, the field method, and online learning, as well as virtual hybrid in-person instruction most effectively in all our educational programs. There are skills and concepts that are better learned through an online module where students with varying levels of expertise or experience can move through them in a self-paced way.
A third would be around what's happening in the world today with digitization and technology going at a very fast pace. Artificial intelligence, internet of things, the cloud, 5G telecommunication technologies, all of these are transforming organizations in very fundamental ways. And I believe that organizations will demand graduates with knowledge of these skills necessary to make wise and critical judgments. We'll have to think imaginatively about the implications of these technologies on our research and in our educational programs.
Finally, business leaders and large corporations are being challenged to make capitalism more inclusive, to consider what is happening around inequality, to think about sustainability and how best we might meet environmental, social, and governance goals. These are all interesting and complex questions with no easy answers, but ones that I believe we must address to educate leaders who make a difference in the world. I hope we will lay out a fairly bold and ambitious agenda for the next few years.
https://www.hbs.edu/about/leadership/statements-and-speeches/Pages/message-from-dean-srikant-datar.aspx
2012
I. VENKATESWARA RAO, Vice-Chancellor of Dr NTR University of Health Sciences, has a vision for the institution he heads. It can be summed up thus: A strong research wing that can support real-time work to find solutions for the common problems of the community and provide a unique opportunity for medical students to scale new heights in providing excellent health care.
Speech delivered by Professor Sir Leszek Borysiewicz
Shared Values and Visions
Inaugural address to the University, 1 October 2010
University of Cambridge
Ud 14.1.2022
Pub 29.7.2021
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